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  3. I really dislike the term "A player. " It implies a grading system that can determine who will be best for a position. HR people

I really dislike the term "A player. " It implies a grading system that can determine who will be best for a position. HR people

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问题     I really dislike the term "A player. " It implies a grading system that can determine who will be best for a position. HR people always ask how Netflix, where I served as chief talent officer from 1998 to 2012, managed to hire only A players. I say, "There’s an island populated exclusively by A players, but only some of us know where it is. "
    In truth, one company’s A player may be a B player for another firm. There is no formula for what makes people successful. Many of the people we let go from Netflix because they were not excelling at what we were doing went on to excel in other jobs.
    Finding the right people is also not a matter of " culture fit. " What most people really mean when they say someone is a good fit culturally is that he or she is someone they’d like to have a beer with. But people with all sorts of personalities can be great at the job you need done. This misguided hiring strategy can also contribute to a company’s lack of diversity, since very often the people we enjoy hanging out with have backgrounds much like our own.
    Making great hires is about recognizing great matches—and often they’re not what you’d expect. Take Anthony Park. On paper he wasn’t a slam dunk for a Silicon Valley company. He was working at an Arizona bank, where he was a " programmer," not a " software developer. " And he was a pretty buttoned up guy. We called Anthony because in his spare time he’d created a Netflix-enhancing app, which he had posted on his website. He came in for a day of interviews, and everyone loved him. When he got to me, late in the day, I told him he would be getting an offer. He seemed overwhelmed, so I asked if he was all right. He said, " You’re going to pay me a lot of money to do what I love!" I did wonder how he’d fit in with the high-powered team he was joining; I hoped it wouldn’t burn him out.
    In this article I’ll describe what I’ve learned about making great hires during my 14 years at Netflix and in subsequent consulting on culture and leadership. The process requires probing beneath the surface of people and their resumes; engaging managers in every aspect of hiring; treating your in-house recruiters as true business partners; adopting a mindset in which you’re always recruiting; and coming up with compensation that suits the performance you need and the future you aspire to. My observations may be especially relevant to fast-growing tech-based firms, whose rapid innovation means a continual need for new talent. But organizations of all types can benefit from taking a fresh look at their hiring and compensation practices.
Which of the following is NOT the process of making great hires?
选项 A、Digging into the surface of people and their resumes.
B、Managers should participate in every aspect of hiring.
C、Treating your in-house recruiters as true business partners.
D、Coming up with rewards that suits the performance.
答案D
解析 细节题。根据题干和选项定位到第五段，然后仔细分析选项，[A]“挖掘申请人和他们简历表象下的内容”是对原文的同义改写，正确；[B]“让经理参与到招聘过程之中”是对原文的同义改写，正确；[C]就是原文本身，正确；[D]“提出与员工表现相符的奖励”与原文内容不符，不是奖励，而应该是补偿，因此应该选择[D]。
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